Now in a fully revised and updated third edition, this essential textbook introduces the fundamentals of sport finance and sound financial management in the sport industry. It is still the only textbook to explain every aspect of finance from the perspective of the sport management practitioner, explaining key concepts and showing how to apply them in practice in the context of sport. The text begins by covering finance basics and the tools and techniques of financial quantification, using industry examples to apply the principles of financial management to sport. It then goes further, to show how financial management works specifically in the sport industry. Discussions include interpreting financial statements, debt and equity financing, capital budgeting, facility financing, economic impact, risk and return, time value of money, and more. The final part of the book examines financial management in four sectors of the industry: public sector sport, collegiate athletics, professional sport, and international sport. It provides an in-depth analysis of the mechanics of financial management within each of these sport sectors. Useful features, such as sidebars, concept checks, practice problems, case analysis and case questions will help students engage more deeply with financial techniques and encourage problem-solving skills. This new edition includes a completely new chapter on international sport, reflecting the globalized nature of the modern sport industry, as well expanded coverage of current issues such as digital media finance, recent legal cases affecting collegiate sport, and the central importance of collective bargaining. Financial Management in the Sport Industry is an essential textbook for any undergraduate or postgraduate course in sport finance, and an invaluable supplement to any course in sport business or sport management. It is also an important reference for all sport management practitioners looking to improve their understanding of finance. The book is accompanied by updated and expanded ancillary materials, including an instructor’s manual, PowerPoint slides, and an image bank.

Financial Management in the Sport Industry provides readers with an understanding of sport finance and the importance of sound financial management in the sport industry. It begins by covering finance basics and the tools and techniques of financial quantification, using current industry examples to apply the principles of financial management to sport. It then goes beyond the basics to show how financial management works specifically in sport - how decisions are made to ensure wealth maximization. Discussions include debt and equity financing, capital budgeting, facility financing, economic impact, risk and return, time value of money, and more. The final section focuses on sport finance in three sectors of the industry - public sector sports, collegiate athletics, and professional sport-providing in-depth analysis of financial management in each sector. Sidebars, case studies, concept checks, and practice problems throughout provide practical applications of the material and enable thorough study and practice. The business of sport has changed dynamically since the publication of the first edition, and this second edition reflects the impact of these changes on financial management in the sport industry. New to this edition are changes to reflect the global nature of sport (with, for example, discussions of income tax rates in the Premiere League), expanded material on the use of spreadsheets for financial calculations, a primer on accounting principles to help students interpret financial statements, a valuation case study assignment that takes students step by step through a valuation, a new stadium feasibility analysis using the efforts of the Oakland Raiders to obtain a new stadium, a new economic impact example focusing on the NBA All Star game, and much more.

During the past decade there has been a proliferation of sports stadia being built in America's municipal districts. While it used to be common for the public to fully fund stadium construction projects, over the past twenty years factors such as political motives, tax reform and increased public awareness of tax equity have forced sports teams to share increasing amounts of the financial burden (Crompton, Howard, & Var, 2003). As public funding for stadia construction has decreased, franchises have continued to strive for maximized profits. Concurrently, the cost of attending events in sports stadia has increased for consumers in terms of higher ticket prices even though changes in fixed costs should not affect pricing (Leeds & von Allmen, 2004). The purpose of this study was to examine the relationship between the use of public funds to build stadia and the profit maximizing goals of National Football League (NFL) franchises. A hypothesis was formulated that stated the impact of the public share of the construction cost would have no effect on relative ticket prices for those that consume the product. The cross-sectional data for a ticket price model, which consisted of seasonal data from every NFL team to play from 1991 through 2003, was investigated. The results showed an increase in public funding by 10% lowers ticket prices by 42 cents. As shown, the bulk of the variation in ticket prices was due to a general increase over time and MSA per capita income.

Major League Baseball (MLB) rules restrict the movement of any franchise into another's territory. These territorial rules are designed to protect each team's potential local revenue sources as well as to provide stability throughout the league. Recently, Major League Baseball approved financial compensation for the Washington Nationals move into the Baltimore Orioles' territory - primarily because it was in the best interest of MLB even though it hurt the Orioles. However, the Oakland Athletics were unable to even negotiate a potential compensation plan for a move into the San Francisco Giants territory, despite the apparent financial benefit the move could have provided for every other league franchise. The Athletics are already located within 15 miles of the Giants, and their potential 40 mile move to San Jose, California would not add a new team to the San Francisco Bay Area; rather, it would simply be a move of a current team to a different location within the metropolitan area. The refusal of the Giants or MLB to negotiate a potential compromise has kept the Oakland Athletics in a substandard facility and has led to their potential move to Fremont, CA - a less desirable location than San Jose. This paper investigates the legal, policy, and financial considerations concerning Major League Baseball's territorial rules. Specifically, it addresses antitrust law as it pertains to American professional sport, relative sport franchise relocation cases, financial arguments why leagues desire to control relocation, financial components of MLB's current Collective Bargaining Agreement, and the legal and financial impact of a challenge to MLB's territorial rules - an option the Oakland Athletic initially investigated prior to their decision to pursue a potential move to Fremont.

To attract golf patrons, sport managers must understand consumption patterns of the golfer. Importantly, the treatment of travel costs must be understood. According to the Alchian-Allen (1964) theorem, golfers treat travel costs as bundled costs (third law of economic demand) whereas classical consumer theory indicates that golfers treat travel costs as sunk costs (first law of economic demand). The purpose of this study was to determine if golf patrons treated travel costs as sunk costs or if they treated travel costs as a bundled cost. Data from a survey of course patrons in Ohio support the treatment of travel costs as bundled costs by golf course patrons, especially those classified as tourists. The strong, positive correlation found between distance traveled and the cost of greens fees enables managers to utilize geographic segmentation in choosing to whom to market their course based upon their product's price compared to area competitors.

Objective: To determine if the FMS ® could predict lower extremity injury in division one women's basketball, soccer and volleyball athletes. The secondary purpose of this study was to examine factors in injury prediction related to contact mechanism. Finally, we wished to make FMS performance comparisons between women's basketball, soccer and volleyball players to establish baseline comparisons. Design, Setting, and Data Source: Testing and data collection was performed at The University of Toledo. The testing included the women's basketball, soccer and volleyball teams with the ages of the athletes ranging from 17 - 22 years old. Before testing, each subject completed a questionnaire providing demographics such as age, previous/current injuries, brace/tape use, and participation in conditioning programs. The data collected was separated into three groups: all subjects, subjects with previous history of lower extremity injury, and subjects without previous history of lower extremity injury. To determine if there was a significant difference in FMS ® scores between athletes that were injured and athletes that were not injured during the regular competitive seasons, independent t-tests were performed on each group with significance being set at P

Written by an industry expert with over 20 years of experience, this bite-sized book will quickly introduce you to the concepts, terminology and management of Enterprise Architecture Modelling projects. It describes how to go about documenting processes, systems, people, locations, equipment, controls, risks and opportunities so that you have a reference of what makes the organization tick. There is also a chapter on how not to do it.This is generally considered a very dry subject guaranteed to cure insomnia, demonstrated by the fact that there are only two known Enterprise Architecture Modelling jokes. Done properly, however, you will gain insights into your organisation that you never thought possible and acquire the vocabulary and context to hold your own with EA practitioners. You may even find the modelling exercise interesting.The resulting consistent, unambiguous business model and lexicon can provide benefits beyond the obvious, such as a training manual, new employee orientation guide, reference manual, proof of compliance document and much, much more.

The opening of the Palace of Auburn Hills, the SkyDome, and Oriole Park at Camden Yards led to the beginning of a construction boom in professional sport. In the National Football League (NFL) alone, 26 stadiums have been built or renovated in the past 10 years. Due to the additional revenue generated by these facilities and the NFL's current revenue sharing system, professional football franchises are building new stadia for economic reasons rather than to replace unusable or unsafe facilities. The purpose of this study was to determine if a significant difference in net revenue change existed for NFL teams that moved into a new facility and to determine if there was a significant change in valuation for these franchises. The findings indicated that new stadia significantly increase revenue and franchise value in the NFL; therefore, the primary goal of every firm, wealth maximization, is met for teams after opening a new facility.